1.

Apply your knowledge of stereotyping and social identity theory to

explain what is wrong here.

Stereotyping can be defined as the process of assigning traits to people

based on their membership in a social category. Social identity theory can be

defined as a theory that explains that people define themselves by the

groups to which they belong or have an emotional attachment. What is

wrong in this scenario is that, Gilman assumed that Beauport would take

interest in his offer since he took the same path to be where he was at

present. He was looking out for her best interest in hope that she could

broaden her experience and enhance her career. Since Gilman was not aware

of the different self and social concepts of others, factors like social identity,

work experiences and characteristics were related to stereotyping.

2. What other perpetual error is apparent in this case study?

The other perceptual error that is apparent in this case study is Halo Effect. This

occurs when one characteristic of a person or situation is used to develop an overall

impression of the individual of situation. Like stereotypes, these

misinterpretations are more likely to occur in the organization stage of perception.

In this situation, when Beauport

was offered the new position of marketing research coordinator, she assumed that

Gilman didnt want her in the top management. She felt that Gilman was trying to

sideline her because of her different social identity, hence her response to Gilman.
 3. What can organizations do to minimize misperceptions in these types
of situations?

The first thing organizations should do is engage in active listening. The goal

of active listening is to understand the receiver as well as you understanding

yourself. In this case, Gilman should pay close attention to what the Beauport

is saying. For example, ask her to clarify or repeat anything that is unclear or

seems unreasonable. Also, attempt to repeat her case, as she has presented

it, back to her. This shows that Gilman is listening which suggests that

Gilman cares what she has to say and that Gilman understands what she has

said or her feelings toward the situation. Secondly, the organization should

speak directly to the listener. This is not considered appropriate in some

cultures, but when permitted, it helps to increase understanding. It avoids

being distracted by others, or by other things going on in the same room.

Lastly, "speak for a purpose." Too much communication can be

counterproductive. For Example, before Gilman makes a significant

statement, he should pause and consider what he wants to communicate,

why he wants to communicate that, and how he could do it in the clearest

way possible.